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The service landscape has changed in the past few
years and hospitality leaders must recognize why anticipating
and defining expectations may be more important than
ever. People, customers, guests want the real thing.
Especially after events like September 11, they want
to feel more secure, more safe and more reassured
that their interests and concerns matter. They don’t
want to feel like their needs play second fiddle to
corporate policies, complex chains of command or misinformed
employees. They want a real connection.
On
a recent flight to Colorado, I experienced a reality
quagmire. Two major airlines have a program to allow
elite members of either airline to get the benefits
of early boarding. On this particular flight, I was
an elite member of the other partner airline and sought
the shared early boarding benefit. The employee taking
tickets did not know about the program and even employees
who were aware of the program were unsure of what
proof of elite membership could be accepted from the
partner customer. As the elite member customer asking
for the benefit, I was made to feel like my expectations
were “unrealistic” when in fact the companies
have presumably spent millions to invite customers
to experience this benefit and feel good about both
airlines. The employee’s attitude and information
were poor and we both suffered.
Customer reality suffers when employee reality is
not consistently managed. The key to this is to have
a single reality for customers and employees and manage
customer benefits at the employee level. It is challenging
to manage information at all levels with the plethora
of web and direct mail promotions for hotels, airlines
and other hospitality service providers. When a customer
books through an online travel agent like Expedia
or Travelocity or hundreds of others, is their reality
penalized or does it suffer due to employees believing
that that online customer is entitled to some alternated
reality? Does it mean less service and other terms
and conditions? Hospitality companies need to focus
on what they want the final real result to be for
all customers and then manage that experience through
each possible source. Employees need the same care
and attention that customers do when understanding
what makes the experience what the company really
wants for the customer.
When an
employee does understand the power of real connections
for customers and guests, the rewards are immediate.
During a visit to two destinations in Florida, a Texas
family experienced dramatic differences. The first
one offered impressive grounds and facilities but
employees at the front desk were rude, impatient and
dismissive. The reality of paying $500 a night for
accommodations did not seem to make a difference in
service nor a genuine concern for positive memories
beyond the physical location. They labeled their experience
a “nightmare” and one which they would
not repeat. Employees and those that managed them
did not appear to care about making a real connection
for their guests and allowed the physical property
alone to do the work.
The second destination provided an immediate contrast
with kind and caring staff immediately upon arrival.
However, it went downhill from there with numerous
problems with room service. Determined not to have
another poor experience and get what they really wanted,
they called to address the situation and were put
off by unhelpful staff and unavailable supervisors.
Frustrated again, the family resigned itself to an
experience other that what they really wanted.
Finally, a senior room service supervisor surfaced
and immediately changed the trip for the better. Once
he heard the story, he found the family and personally
apologized for all the problems. He assured them no
more such experiences would occur. From that point
on, that particular employee stayed in touch with
these guests and extended kindness and special treatment
that made them feel truly valued and appreciated.
One employee who recognized what his guests really
wanted really made a difference. Because of their
experience and his real service commitment, this family
plans to always return to this resort property for
all future visits to this destination.
Consider placing greater emphasis on the skills, information
and attitude necessary for ultimate service delivery.
Recognize how to recognize what guests really want.
Companies and hospitality organizations make real
decisions every day that affect what experience their
guests and customers will have. Understanding how
those decisions can lead to positive or negative results
is critical in the reality show of service.
Define service standards and specific actions for
each point of contact, through any source. Train and
inform employees on how to handle delivering great
and real service through each of these points.
Instill
the importance of attitude, eye contact and a smile
in making the first impression of delivery. Just ‘showing
up” and “doing the job” does not
cut it.
Make
sure employees are sensitive and prepared for unhappy
or even confused customers and equip them with the
skills to deal with delays, misunderstandings and
complaints. A little empathy, an apology and a proactive
course of action will go a long way.
Train
delivery personnel, internally and externally, management
and front line, on how to observe or gather feedback
from guests on the spot. Provide an easy way to channel
that feedback to whomever is in charge. Chances are
new ways to improve service, reduce complaints and
enhance business are sitting at the front desk or
somewhere on the line.
Build
relationships internally between all personnel who
are touch points in the service chain of events. Make
sure the baton of service gets passed seamlessly to
benefit the guests.
When
any service encounter is over, remember the importance
of a thank you and recognize opportunity in the final
moment to make a lasting, real, and positive impression.
If any dissatisfaction remains, make sure the guest
knows how their problem will be resolved.
When
guests do encounter the “real thing” the
impact is powerful. Donald Trump figured this out
with “The Apprentice,” considered to be
the first reality program that’s close to being
really real. Mr. Trump understood today’s landscape,
with people feeling more anxious about jobs and their
futures and wanting more of a real thing. In the world
of hospitality, people want more real service too.
Not receiving service can be emotionally expensive
for your guests and financially painful for your business.
And that’s a reality show you do not want to
produce!
Roberta Nedry is President of Hospitality Excellence,
Inc., consultants in guest experience management and
audits, service excellence training for management
and frontline employees and concierge development.
To learn more about the programs her firm offers and
their service expertise, visit www.hospitalityexcellence.com
She can also be reached at 954 739-5299 or Contact Us. |
